![]() ![]() ![]() ![]() Multiply this by 1,000 when it’s your boss.”īut the anonymous nature of the 360-degree feedback review can lead to the sort of social maneuvering and “intrigue and scheming” that This causes them to be more guarded with their wording and either pass up the chance to give useful advice, or heavily dilute their feedback. “Some people become concerned that the recipient will take their comments as criticism. “Anonymous feedback became so popular precisely because it is difficult for most people to give others candid feedback,” said Maier, whose company offers a non-anonymous feedback option. The 360-degree reviews are typically anonymous, and there’s a reason for that, Maier said. If someone receives an outstandingly positive or negative review, the authenticity can be checked by seeing how each person reviewed the employee in question.” Such reviews, Maier said, also mitigate “the potential for bias based on gender, ethnicity, age, et cetera. The notion that multiple raters are observing from their own unique perspective is seen to be more scientific, data-driven and accurate.” It gives executives and HR leaders great comfort and confidence to apply an approach that collects far more data from more sources. Said Carroll: “Feedback from one person was, and still is, seen as too subjective. Receiving feedback from reports provides greater insights into your leadership skills.” Getting feedback from peers allows you to better assess how well you work with others and how effective your communication skills are. “This provides different perspectives from people who work with you in different capacities. “Rather than just receiving one top-down opinion of your performance, 360s give employees the opportunity to get feedback from their manager, peers and reports,” said Steffen Maier, a co-founder of Impraise, which sells Web-based and mobile workplace performance products. Having peers and underlings-as well as supervisors-comment on an employee’s work can provide a broad view of performance and take some of the subjectivity out of a single supervisor’s evaluation. In some cases, the criticism was copied directly into their performance reviews.” “Many others … described feeling sabotaged by negative comments from unidentified colleagues with whom they could not argue. “They described making quiet pacts with colleagues to bury the same person at once, or to praise one another lavishly,” The Times wrote. Bosses know who sends the comments, but the subjects of the remarks don’t.Įmployees told the newspaper that the tool is frequently used to sabotage others and has created “a river of intrigue and scheming.” “I think Amazon’s emphasis on results at the expense of people led to the lack of integrity that resulted from this use of feedback.”Īmazon was harshly criticized following a recent New York Times article that described, among other things, the online retail giant’s “Anytime Feedback Tool,” which allows employees to send praise or criticism about colleagues to managers. “I think the poster child for such a toxic culture has most recently been Amazon,” said Anna Carroll, an independent consultant to executives and author of The Feedback Imperative: How to Give Everyday Feedback to Speed Up Your Team’s Success (River Grove Books, 2014). And typically, anonymity tends to be baked into the process to encourage participants to be frank.īut such reviews have their downsides, organizations have discovered, not the least of which is that they can allow ill-intentioned employees to anonymously slam colleagues they may not like, may want to harm professionally or may feel competitive with. Typically, such reviews ask colleagues, direct reports, managers and even customers to evaluate an employee. The 360-degree feedback review has evolved, especially among big corporations, as a way to encourage candid, well-rounded assessments of workers and to experiment with a more objective-even “scientific”-approach to managing performance. ![]()
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